Leadership Flashcards
(39 cards)
Centralized org chart
all educations report to one director
Decentralized org chart
educators directly report to their respective unit manager
centralized-decentralized
facility educators report to NPD, unit educations report to their managers
cost-benefit analysis
cost itemization: accounting of all program costs
Benefit itemization: ability to quantitatively measure benefits (retention, productivity, decreased incidents,etc)
Translation of costs and benefits into monetary terms; comparison of calculated cost benefits to program costs
Economic efficiency of a program in terms of the relationship between costs and benefits in monetary terms
cost-effectiveness analysis
Comparing methodologies: i.e. instructor led vs online - are outcomes the same?, doing less classes = same outcome?
compares costs to program and educational outcomes
demonstrates the value of training
computing; identify program outcomes
calculate program costs
specify instructional outcomes in observable and measurable terms
Measures the efficiency of achieving outcomes in relation to costs
Break-even analysis
calculation of costs to ensure revenue equals expenses
Used to determine the number of registrants necessary to break even on a program
BEP expenses divided by (registrant fee-variable costs/registrant)
Leadership styles: authoritarian
leader exerts strong control over the group and does not involve others in the decision-making process
Leadership styles: Democratic
leader has less control over the group but does involve others in the decision-making process
Leadership styles: Laissez-faire
leader has little to no control over the group and decisions are made by members of the group
Leadership philosophies and theories: Servant leadrship
leader puts the needs of others first and ensures that other people’s highest priority needs are being served. listening and understanding; acceptance and empathy; foresight, awareness and perception
Leadership philosophies and theories: Quantum leadership
leader addresses uncertainty of actual and potential realities in a work environment that is complex and dynamic. uses complexity theory and chaos theiry to guide the leader in understanding relationships, behaviors and change
Leadership philosophies and theories: Authentic leadership
leader is aware of their values, motives and emotions, know their strengths and weaknesses, and role model/promote positive behaviors.
Leadership philosophies and theories: Adaptive ldeadership
mobilizing adaptive work. identifying what to keep or discard, invent or discover within their workplace culture that will enable them to succeed; through a sustained period of equilibrium
Leadership philosophies and theories: Transformational leadership
leads to meet the demands of the future, creating the vision and provides the resources to achieve that vision; visionary, risk-taking, effective communicator, motivate others, persistent
Five rights of delegation
right; task, circumstances, person, directions and communication, supervision and evaluation
Shared governance principles
partnership: internal or external
Accountability: owning the work processes, decisions related to work and evaluation of effectiveness
Equity: everyone contributes and works within their scope of practice and role within the organization to achieve an overall goal
Ownership: being responsible for outcomes whether good or bad
Benefits of shared governance
improved: quality of care, patient outcomes, and retention
increased team cohesiveness, and job satisfaciton
Environmental scanning
identifying opportunities or threats that generate a practice gap, including issues, innovations and trends
Competency assessment
new hire and on-going, mandated by regulatory bodies, looking at unit transfers, new locations, new equipment, etc
Measuring competencies
checklists–technical ability
tests-knowledge
observation-observable/measurable actions
reflection-critical thinking/clinical judgement
Lewin’s 3-step change model:
unfreeze existing situations or status quo
movement to the new equilibrium
refreeze; reinforce through formal and informal mechanisms such as recognition, rewards
Rogers change theory
awareness, interest, evaluation, trial and adoption
Kotter’s 8 stages of change
establish urgency create a team lead develop vision and strategy communicate the vision empower action generate short term wins consolidate gains anchor new approaches in the culture
Tuckman’s stages of group development
Forming: orientation to group function
Storming: interpersonal issues surface
Norming: resistance is overcome, team members check in with each other, personal opinions are shared freely
Performing: roles become flexible, tasks is on point
Adjourning; tasks are competed, separation anxiety
